Tue 28 April 2020
Today’s Tip
Leaders, Don’t Just Respond to the Moment — Plan for the Future
When you’re in the midst of a crisis, it can be hard to think past your short-term response. But, as a leader, your primary focus needs to be on the long term. After all, it’s your job to lead your people into the best possible future. To be able to do that, you need to delegate. Trust your people to handle the immediate response, and provide them with support and guidance to make tough decisions. Your time should be dedicated to planning for the future. You need to anticipate the obstacles that will arise in the next weeks, months, and even years, and set a course for your organization accordingly. If you can focus on what lies ahead, rather than what’s happening now, you’re more likely to emerge from the crisis stronger than before.
This tip is adapted from “Are You Leading Through the Crisis … or Managing the Response?,” by Eric J. McNulty and Leonard Marcus
Tuesday, April 28, 2020
Monday, April 27, 2020
Design Your Meeting Agenda Around Questions
Mon 27 April 2020
Design Your Meeting Agenda Around Questions
A good agenda is the first step to any successful meeting. If you want to make the best use of everyone’s time, turn your bullet points into questions that drive to the outcomes you’re looking for. For example, instead of a general topic like “Budget Problems,” try a specific question like, “How will we reduce our spending by $100,000 by the end of the fiscal year”? Or replace an item like “Strategic Planning” with a challenge like, “What is the key market threat we need to be aware of, how could it affect us, and what can we do to anticipate?” Preparing these questions before the meeting will make it easier to determine who should be there and how much time you’ll really need. Ultimately, a questions-based approach to your agenda can bring focus, engagement, and better performance to your meetings. And if you can’t think of questions to ask, maybe you don’t need that meeting after all!
Friday, April 24, 2020
Kick Your Distractions to the Curb — for Good
Fri 10 Jan 2020
Kick Your Distractions to the Curb — for Good
Dealing with endless distractions at work can be exhausting and make you feel like you never get anything done. To avoid burnout — and to accomplish thoughtful, important work — you need to combat interruptions, especially ones you’re creating yourself, such as checking your email every five minutes.
Pay attention to how often and why you’re allowing your attention to be stolen. Make a note every time you find yourself switching away from a task before your intended stopping point. Then think about what caused you to be distracted and jot that down, too. Once you become aware of these cues, find ways to overcome them.
For example, ask yourself what you could do to stop constantly checking Twitter on your phone, or how you could keep others from interrupting you when you’re trying to focus. Record these ideas, then look for opportunities to try them out. Keep a record of which ones were successful and which weren’t. Over time, you’ll end up with a list of tactics that will help keep you focused and give you a greater sense of accomplishment.
This tip is adapted from “How to Overcome Your (Checks Email) Distraction Habit,” by Maura Thomas
Kick Your Distractions to the Curb — for Good
Dealing with endless distractions at work can be exhausting and make you feel like you never get anything done. To avoid burnout — and to accomplish thoughtful, important work — you need to combat interruptions, especially ones you’re creating yourself, such as checking your email every five minutes.
Pay attention to how often and why you’re allowing your attention to be stolen. Make a note every time you find yourself switching away from a task before your intended stopping point. Then think about what caused you to be distracted and jot that down, too. Once you become aware of these cues, find ways to overcome them.
For example, ask yourself what you could do to stop constantly checking Twitter on your phone, or how you could keep others from interrupting you when you’re trying to focus. Record these ideas, then look for opportunities to try them out. Keep a record of which ones were successful and which weren’t. Over time, you’ll end up with a list of tactics that will help keep you focused and give you a greater sense of accomplishment.
This tip is adapted from “How to Overcome Your (Checks Email) Distraction Habit,” by Maura Thomas
Design a Better Decision-Making Process for Your Organization
Wed 04 March 2020
Design a Better Decision-Making Process for Your Organization
Unfocused meetings. Competing priorities. Confusion over who gets to make the final call. These are often signs that your organization has poorly designed decision-making processes. Rather than treating the symptoms, you can take on the system itself. Start by breaking down the types of decisions being made across your organization, then determine who should make which ones. Distribute decision rights thoughtfully to ensure everyone is clear on the boundaries of their departments and roles.
Of course, no one makes decisions in a vacuum, and we often have to rely on others to execute our choices. Make sure to connect anyone who’s impacted by the decision to ensure effective coordination. You might need to identify liaisons to other teams, create shared calendars, or develop online portals where meeting minutes are posted. Finally, be sure to build in metrics to monitor how effective decisions are. Regularly assess what’s working and what’s not, and make changes accordingly.
This tip is adapted from “How Systems Support (or Undermine) Good Decision-Making,” by Ron Carucci
Design a Better Decision-Making Process for Your Organization
Unfocused meetings. Competing priorities. Confusion over who gets to make the final call. These are often signs that your organization has poorly designed decision-making processes. Rather than treating the symptoms, you can take on the system itself. Start by breaking down the types of decisions being made across your organization, then determine who should make which ones. Distribute decision rights thoughtfully to ensure everyone is clear on the boundaries of their departments and roles.
Of course, no one makes decisions in a vacuum, and we often have to rely on others to execute our choices. Make sure to connect anyone who’s impacted by the decision to ensure effective coordination. You might need to identify liaisons to other teams, create shared calendars, or develop online portals where meeting minutes are posted. Finally, be sure to build in metrics to monitor how effective decisions are. Regularly assess what’s working and what’s not, and make changes accordingly.
This tip is adapted from “How Systems Support (or Undermine) Good Decision-Making,” by Ron Carucci
Conduct Layoffs with Compassion
Fri 24 April 2020
Conduct Layoffs with Compassion
Layoffs during the pandemic are different; due to social distancing, they can’t happen in person. If you must oversee layoffs remotely, take extra care to break the news with compassion. Your aim is to treat people with dignity, fairness, and respect. Offer a short explanation about the economic conditions that led to the decision. Stress that the dismissal is not the employee’s fault, but a result of an unprecedented global crisis. Provide information on how your employee can apply for government benefits. Offer to serve as a reference for future applications, and share leads about any opportunities that you’re aware of. Even if you’re experiencing guilt and sadness, don’t make the conversation about you. Resist the temptation to say, “This is hard for me.” Instead, find a peer or mentor to help you talk through your feelings at another time. As a manager, it’s your responsibility to be fully there for your people, especially when you’re conveying devastating news.
Conduct Layoffs with Compassion
Layoffs during the pandemic are different; due to social distancing, they can’t happen in person. If you must oversee layoffs remotely, take extra care to break the news with compassion. Your aim is to treat people with dignity, fairness, and respect. Offer a short explanation about the economic conditions that led to the decision. Stress that the dismissal is not the employee’s fault, but a result of an unprecedented global crisis. Provide information on how your employee can apply for government benefits. Offer to serve as a reference for future applications, and share leads about any opportunities that you’re aware of. Even if you’re experiencing guilt and sadness, don’t make the conversation about you. Resist the temptation to say, “This is hard for me.” Instead, find a peer or mentor to help you talk through your feelings at another time. As a manager, it’s your responsibility to be fully there for your people, especially when you’re conveying devastating news.
5 Tips for giving a persuasive presentation
Thu 26 Dec 2019
" Tips for Giving a Persuasive Presentation "
In the run-up to the new year, we’re resharing some of our favorite tips from 2019.
When you need to sell an idea at work or in a presentation, how do you do it?
Five rhetorical devices can help — Aristotle identified them 2,000 years ago, and masters of persuasion still use them today:
Ethos. Start your talk by establishing your credibility and character. Show your audience that you are committed to the welfare of others, and you will gain their trust.
Logos. Use data, evidence, and facts to support your pitch.
Pathos. People are moved to action by how a speaker makes them feel. Wrap your big idea in a story that will elicit an emotional reaction.
Metaphor. Compare your idea to something that is familiar to your audience. It will help you clarify your argument by making the abstract concrete.
Brevity. Explain your idea in as few words as possible.
Extra Tip
People have a limited attention span, so talk about your strongest points first.
This tip is adapted from “The Art of Persuasion Hasn’t Changed in 2,000 Years,” by Carmine Gallo
" Move Beyond Your Ego with Meditation "
Thu 02 Jan 2020
" Move Beyond Your Ego with Meditation "
Ego can stand in the way of good leadership. When our egos are threatened, we hold on to past decisions for too long, we react defensively to negative feedback, and we get emotional when we need to be rational. Fortunately, mindfulness meditation can serve as an antidote, allowing you to see things more objectively and to form deeper relationships. Commit to meditating for a short time each day. Find a quiet place, sit comfortably on a chair or cushion, and set a timer for anywhere between five and 25 minutes. Then simply start observing your breath.
Allow the mind to detach from your thoughts and to experience a sense of openness. Then use what you gain from this practice throughout your workday. You might quiet your mind with a few conscious breaths before you enter a meeting or open your email. Or practice in the moment: For example, while you’re sitting in a meeting, turn your focus to your breath, and simply notice if your mind has started to take things personally. Even just taking a few breaths in and out can help lessen your ego’s grip.
This tip is adapted from “What Meditation Can Do for Your Leadership,” by Matthias Birk
Thursday, April 23, 2020
Adopt a Collaborative Mindset When Negotiating in a Crisis
Thu 23 April 2020
Adopt a Collaborative Mindset When Negotiating in a Crisis
In typical negotiations, a best practice is for both sides to focus on how to maximize potential gains.
But in times of crisis, the goal is often to minimize potential losses. The standard tactics aren’t as helpful under these circumstances, and the stress of a crisis can lead us to adopt a more skeptical, adversarial mindset toward the people we’re negotiating with.
To negotiate well under pressure, you should move toward a more collaborative mindset — and help others do the same. This means being transparent and open with everyone involved and emphasizing that you share a common purpose.
Collaborative negotiation can be useful under normal circumstances, but it’s critical to adopt it now. Both you and your negotiation partners will be better off for it.
This tip is adapted from “Avoid These Traps When Negotiating in a Crisis,” by Adil Najam
Wednesday, April 22, 2020
Marketing Managers: Don’t Lose Sight of Long-Term Planning
Marketing Managers: Don’t Lose Sight of Long-Term Planning
Marketing is often seen as a lever for driving immediate wins. But a short-term mindset can deliver diminishing results. How can you keep your team’s focus on the future despite the demands of the present?
First, allocate time every week to think long term. Reflect on your brand-building and customer-relationship goals. Ask your team how short-term decisions contribute to your corporate and marketing strategies. If they don’t, consider tabling or cancelling them outright. Make the case for investment: The more you and your team can demonstrate your impact, the more likely you are to receive additional resources to promote strategic planning. And build more value into offerings — don’t only compete on price. Channeling your energy into planning for the future rather than managing the present will set the stage for long-term growth.
This tip is adapted from “How Marketers Can Overcome Short-Termism,” by Christine Moorman and Lauren Kirby
Marketing is often seen as a lever for driving immediate wins. But a short-term mindset can deliver diminishing results. How can you keep your team’s focus on the future despite the demands of the present?
First, allocate time every week to think long term. Reflect on your brand-building and customer-relationship goals. Ask your team how short-term decisions contribute to your corporate and marketing strategies. If they don’t, consider tabling or cancelling them outright. Make the case for investment: The more you and your team can demonstrate your impact, the more likely you are to receive additional resources to promote strategic planning. And build more value into offerings — don’t only compete on price. Channeling your energy into planning for the future rather than managing the present will set the stage for long-term growth.
This tip is adapted from “How Marketers Can Overcome Short-Termism,” by Christine Moorman and Lauren Kirby
Your Remote Meetings Don’t Have to Feel Remote
Your Remote Meetings Don’t Have to Feel Remote
Virtual meetings can often feel impersonal, awkward, and isolating, but there are ways to make them feel more intimate. For starters, if you’re the host, arrive a bit early to the video conference so you can greet people as they pop up on your screen and engage in a bit of friendly small talk. Encourage attendees to turn on their video — let them know ahead of time if it’s a requirement so they have time to prepare (or look presentable). Use people’s names and invite them to participate, if they feel comfortable doing so. Create warmth by looking directly into the camera to make “eye contact” with your participants. And make sure that the camera angle is at a comfortable level for others to see you — you don’t want your audience to have a great view of your nostrils! Remember to smile, insert an occasional laugh, and convey a friendly, engaging tone. It might feel awkward at first, but it doesn’t have to feel phony. You’re creating an inviting atmosphere and helping people feel present and connected during a trying time for all.
This tip is adapted from “Virtual Meetings Don’t Have to Be a Bore,” by Andy Molinsky
Tuesday, April 21, 2020
Nervous During Presentations? Cultivate ' Giving ' mindset
Tue 29 Oct 2019
Nervous During Presentations? Reframe How You Think of Them
When you get anxious during a presentation, focusing on your feelings will only make things worse.
Research shows that being kind and generous reduces our stress levels, so fight your nerves by thinking of your talk as an act of kindness:
You’re sharing something valuable with other people. Use this framing when you’re preparing the presentation.
Rather than starting with your topic, start with some reflection. Ask yourself, Who will be in the room? What do they need from me? Then craft a presentation that directly addresses those needs.
On the day of your talk, when you’re extra nervous, take slow, deep breaths and remind yourself that you are here to help your listeners. And then during the presentation, connect with your audience by making eye contact — even if you’d rather do anything else.
Pretend you’re having a series of one-on-one conversations, providing each person with the information they need. This generosity mindset can turn a painful experience into one of giving.
This tip is adapted from “To Overcome Your Fear of Public Speaking, Stop Thinking About Yourself,” by Sarah Gershman
Nervous During Presentations? Reframe How You Think of Them
When you get anxious during a presentation, focusing on your feelings will only make things worse.
Research shows that being kind and generous reduces our stress levels, so fight your nerves by thinking of your talk as an act of kindness:
You’re sharing something valuable with other people. Use this framing when you’re preparing the presentation.
Rather than starting with your topic, start with some reflection. Ask yourself, Who will be in the room? What do they need from me? Then craft a presentation that directly addresses those needs.
On the day of your talk, when you’re extra nervous, take slow, deep breaths and remind yourself that you are here to help your listeners. And then during the presentation, connect with your audience by making eye contact — even if you’d rather do anything else.
Pretend you’re having a series of one-on-one conversations, providing each person with the information they need. This generosity mindset can turn a painful experience into one of giving.
This tip is adapted from “To Overcome Your Fear of Public Speaking, Stop Thinking About Yourself,” by Sarah Gershman
Freelancers, Choose Your Projects Carefully
Fri 13 Dec 2019
Freelancers, Choose Your Projects Carefully
When you’re a freelancer and you’re not sure where your next paycheck is going to come from, it can be tempting to treat every potential client like royalty. But investing time in a client that doesn’t pan out can be costly and frustrating. As you begin courting a new client, consider two criteria — pay and value — to determine how much time to put in. Pay is the amount of money you’ll receive.
Value can refer to how much your client acknowledges your work, or how much personal passion you have for the project. Obviously, those clients who value your work and pay you well are your first priority. Don’t take them for granted. People who pay well but don’t value your work can be tricky. Likewise, be cautious about projects where you’re valued but the money isn’t good. This might mean you’re currying favor for little or no pay, on the tenuous promise that paying work will eventually come. It’s best to keep these clients at a distance, and if necessary, put them off until they are able to pay well for your work.
This tip is adapted from “How to Negotiate as a Freelancer,” by Andres Lares
Freelancers, Choose Your Projects Carefully
When you’re a freelancer and you’re not sure where your next paycheck is going to come from, it can be tempting to treat every potential client like royalty. But investing time in a client that doesn’t pan out can be costly and frustrating. As you begin courting a new client, consider two criteria — pay and value — to determine how much time to put in. Pay is the amount of money you’ll receive.
Value can refer to how much your client acknowledges your work, or how much personal passion you have for the project. Obviously, those clients who value your work and pay you well are your first priority. Don’t take them for granted. People who pay well but don’t value your work can be tricky. Likewise, be cautious about projects where you’re valued but the money isn’t good. This might mean you’re currying favor for little or no pay, on the tenuous promise that paying work will eventually come. It’s best to keep these clients at a distance, and if necessary, put them off until they are able to pay well for your work.
This tip is adapted from “How to Negotiate as a Freelancer,” by Andres Lares
Get the Most Out of 360-Degree Reviews
Thu 12 Dec 2019
Get the Most Out of 360-Degree Reviews
Online and interview-based 360-degree reviews can be a valuable way for leaders to get feedback that they wouldn’t otherwise. But these tools need to be implemented thoughtfully and carefully.
(1) First and foremost, explain upfront how confidentiality is ensured and guarded. Coworkers can be more honest and direct knowing that their comments won’t be attributable to them. It’s also critical to emphasize how important it is for respondents to be candid.
They shouldn’t worry about wounding the subject’s self-esteem, but you need to set the expectation that their feedback should be productive.
(2) You should also be transparent about the purpose of the 360. Is it for general development purposes (say, to establish a baseline for coaching)? Is there a specific performance issue that’s of concern?
(3) Finally, the results of the 360 assessment shouldn’t be delivered in a vacuum. Without context and support, the subject may not be able to make use of the feedback. At a minimum, the subject should have a conversation with someone who is skilled in the interpretation of the results and who can help them develop an action plan.
This tip is adapted from “Getting the Most Out of 360-Degree Reviews,” by John Behr
Get the Most Out of 360-Degree Reviews
Online and interview-based 360-degree reviews can be a valuable way for leaders to get feedback that they wouldn’t otherwise. But these tools need to be implemented thoughtfully and carefully.
(1) First and foremost, explain upfront how confidentiality is ensured and guarded. Coworkers can be more honest and direct knowing that their comments won’t be attributable to them. It’s also critical to emphasize how important it is for respondents to be candid.
They shouldn’t worry about wounding the subject’s self-esteem, but you need to set the expectation that their feedback should be productive.
(2) You should also be transparent about the purpose of the 360. Is it for general development purposes (say, to establish a baseline for coaching)? Is there a specific performance issue that’s of concern?
(3) Finally, the results of the 360 assessment shouldn’t be delivered in a vacuum. Without context and support, the subject may not be able to make use of the feedback. At a minimum, the subject should have a conversation with someone who is skilled in the interpretation of the results and who can help them develop an action plan.
This tip is adapted from “Getting the Most Out of 360-Degree Reviews,” by John Behr
How to recruit more women in your Org / Dept
Mon 09 Dec 2019
Recruit More Women into Your Talent Pool
Gender diversity is a top priority for many managers.
Once they’re in the pipeline, women are more likely to get hired, but the challenge is often GETTING them there !
There are a few immediate changes you can make to your recruitment model that will help.
(1) Start by making job postings more INCLUSIVE , using more straightforward job titles and descriptions. Remove language like “rock star” and “ninja” that tends to alienate female applicants, and focus on the expectations of the role.
(2) Also, publicize stories of women who are succeeding across all levels of your organization. When women see themselves REPRESENTED in your firm’s recruiting materials, they’re more likely to apply.
(3) Consider posting salary ranges for positions. Salary transparency is a signal that an employer is committed to fair pay.
(4) Research from LinkedIn also found that jobs that promoted FLEXIBLE schedules, working from home, and additional MEDICAL benefits were the most popular among women !!
So think carefully about the benefits you offer and how to highlight them in your postings.
This tip is adapted from “How to Recruit More Women to Your Company,” by Sarah O'Brien
Recruit More Women into Your Talent Pool
Gender diversity is a top priority for many managers.
Once they’re in the pipeline, women are more likely to get hired, but the challenge is often GETTING them there !
There are a few immediate changes you can make to your recruitment model that will help.
(1) Start by making job postings more INCLUSIVE , using more straightforward job titles and descriptions. Remove language like “rock star” and “ninja” that tends to alienate female applicants, and focus on the expectations of the role.
(2) Also, publicize stories of women who are succeeding across all levels of your organization. When women see themselves REPRESENTED in your firm’s recruiting materials, they’re more likely to apply.
(3) Consider posting salary ranges for positions. Salary transparency is a signal that an employer is committed to fair pay.
(4) Research from LinkedIn also found that jobs that promoted FLEXIBLE schedules, working from home, and additional MEDICAL benefits were the most popular among women !!
So think carefully about the benefits you offer and how to highlight them in your postings.
This tip is adapted from “How to Recruit More Women to Your Company,” by Sarah O'Brien
Pursue a Passion Outside of Work
Fri 06 Dec 2019
Pursue a Passion Outside of Work
We are often told to pursue work we’re passionate about, but for many people, this simply isn’t feasible. Luckily, research shows that doing something you care about outside of work can benefit both your personal life and your career. Look for ways to craft your job to allow for more time for non-work passions. For example, if you have some autonomy over your hours, start your day early to make more time in the evening for cultivating other interests. These extracurricular activities can be a way to develop skills, meet new people, or decompress. To find the right activities, ask yourself what you care about that you haven’t been able to pursue in your job. Outside of work, you have the freedom to try new things out, so experiment. Remember that passions can wax and wane over time, and it’s okay to stop one activity and pick up another. Find other people who care deeply about your shared interest so you can build a sense of community. Only a privileged few are able to match their passion to their job, but leading a full life outside of work allows us to bring our best selves to the office — or anywhere we go.
This tip is adapted from “The Unexpected Benefits of Pursuing a Passion Outside of Work,” by Jon M. Jachimowicz, Joyce He, and Julián Arango
Pursue a Passion Outside of Work
We are often told to pursue work we’re passionate about, but for many people, this simply isn’t feasible. Luckily, research shows that doing something you care about outside of work can benefit both your personal life and your career. Look for ways to craft your job to allow for more time for non-work passions. For example, if you have some autonomy over your hours, start your day early to make more time in the evening for cultivating other interests. These extracurricular activities can be a way to develop skills, meet new people, or decompress. To find the right activities, ask yourself what you care about that you haven’t been able to pursue in your job. Outside of work, you have the freedom to try new things out, so experiment. Remember that passions can wax and wane over time, and it’s okay to stop one activity and pick up another. Find other people who care deeply about your shared interest so you can build a sense of community. Only a privileged few are able to match their passion to their job, but leading a full life outside of work allows us to bring our best selves to the office — or anywhere we go.
This tip is adapted from “The Unexpected Benefits of Pursuing a Passion Outside of Work,” by Jon M. Jachimowicz, Joyce He, and Julián Arango
Monday, April 20, 2020
Mon 18 Nov 2019
How to Protect Time for Your Big Projects
" When you’re trying to tackle an important project that requires concentrated attention, it’s easy to be overly optimistic about your time and to think you’ve got all day — or even several hours — to get it done. But when you consider all of the meetings, emails, Slack messages, calls, and “quick questions” that take up your day, you probably have less time than you think !
So when you do get a 60- to 90-minute block, focus exclusively on your highest priority project and ruthlessly protect yourself from distractions. Complex and important projects usually have some administrative tasks associated with them that don’t require as much focus or creativity. Slot those to-dos into other times (say, in between meetings) so they don’t distract from your focus.
It can also help to know what you need to do next on your project, so that you can dive right in. You don’t want to spend precious focused time trying to find the source materials for your presentation or hunting down a room to sequester yourself. Remove any barriers so you are ready to go.
This tip is adapted from “5 Mental Mistakes That Kill Your Productivity,” by Alice Boyes
How to Protect Time for Your Big Projects
" When you’re trying to tackle an important project that requires concentrated attention, it’s easy to be overly optimistic about your time and to think you’ve got all day — or even several hours — to get it done. But when you consider all of the meetings, emails, Slack messages, calls, and “quick questions” that take up your day, you probably have less time than you think !
So when you do get a 60- to 90-minute block, focus exclusively on your highest priority project and ruthlessly protect yourself from distractions. Complex and important projects usually have some administrative tasks associated with them that don’t require as much focus or creativity. Slot those to-dos into other times (say, in between meetings) so they don’t distract from your focus.
It can also help to know what you need to do next on your project, so that you can dive right in. You don’t want to spend precious focused time trying to find the source materials for your presentation or hunting down a room to sequester yourself. Remove any barriers so you are ready to go.
This tip is adapted from “5 Mental Mistakes That Kill Your Productivity,” by Alice Boyes
work from home basics
Tip on Work From Home basics .
" Leave Work at the Door — Even If You Can’t Leave the House ! "
When you’re working from home, it can be really hard to transition from work mode to personal mode, but it’s more important than ever to keep the distinction clear. Here’s how to make the switch.
(1) First, establish a ROUTINE that eases you into work mode. Maybe it’s putting your dishes in the dishwasher, getting a cup of coffee, and then sitting down at your computer. Or maybe it’s doing a quick workout, showering, and then turning to your phone to check email. Do these activities in the same way each day to build the habit.
(2) Then, make a PLAN for your day, blocking out time on your calendar for meetings, answering emails, or focusing on special projects.
(3) Finally, set a WRAP-UP routine to end your workday. This could include doing a final scan to make sure you’ve responded to all critical emails, looking over your task list to decide what you will tackle tomorrow, and maybe even saying out loud to yourself, “The workday is done, I’m signing off.”
This tip is adapted from “How to Transition Between Work Time and Personal Time,” by Elizabeth Grace Saunders
" Leave Work at the Door — Even If You Can’t Leave the House ! "
When you’re working from home, it can be really hard to transition from work mode to personal mode, but it’s more important than ever to keep the distinction clear. Here’s how to make the switch.
(1) First, establish a ROUTINE that eases you into work mode. Maybe it’s putting your dishes in the dishwasher, getting a cup of coffee, and then sitting down at your computer. Or maybe it’s doing a quick workout, showering, and then turning to your phone to check email. Do these activities in the same way each day to build the habit.
(2) Then, make a PLAN for your day, blocking out time on your calendar for meetings, answering emails, or focusing on special projects.
(3) Finally, set a WRAP-UP routine to end your workday. This could include doing a final scan to make sure you’ve responded to all critical emails, looking over your task list to decide what you will tackle tomorrow, and maybe even saying out loud to yourself, “The workday is done, I’m signing off.”
This tip is adapted from “How to Transition Between Work Time and Personal Time,” by Elizabeth Grace Saunders
Thursday, April 16, 2020
Managers: Take Responsibility for Employee Burnout
Wed 08 Jan 2020
Managers: Take Responsibility for Employee Burnout
No manager wants a stressed-out team. And while employees have SOME responsibility to monitor their stress levels, leaders need to play a critical role in preventing and remedying burnout.
(1) Start with curiosity. Ask yourself: What is making my staff so unhealthy? How can I help them flourish?
(2) Then, gather data by asking your team what causes them to feel motivated or frustrated !! ?Employees may not have a silver-bullet solution, but they can most certainly tell you WHAT ISN'T working, and that is often very helpful data !
(3) Then, ask your team what they need. Think about small changes, for example, asking: If we had this much budget and could spend it on X many items in our department, what would be the first priority? Have the team vote anonymously, and then share the data with everyone.
(4) Discuss what was prioritized and why, and then start working down the list, performing small pilots and assessing what works. The good news is that burnout is preventable, and these low-risk and inexpensive experiments will give you useful information about what you need to change in your work environment.
This tip is adapted from “Burnout Is About Your Workplace, Not Your People,” by Jennifer Moss
Managers: Take Responsibility for Employee Burnout
No manager wants a stressed-out team. And while employees have SOME responsibility to monitor their stress levels, leaders need to play a critical role in preventing and remedying burnout.
(1) Start with curiosity. Ask yourself: What is making my staff so unhealthy? How can I help them flourish?
(2) Then, gather data by asking your team what causes them to feel motivated or frustrated !! ?Employees may not have a silver-bullet solution, but they can most certainly tell you WHAT ISN'T working, and that is often very helpful data !
(3) Then, ask your team what they need. Think about small changes, for example, asking: If we had this much budget and could spend it on X many items in our department, what would be the first priority? Have the team vote anonymously, and then share the data with everyone.
(4) Discuss what was prioritized and why, and then start working down the list, performing small pilots and assessing what works. The good news is that burnout is preventable, and these low-risk and inexpensive experiments will give you useful information about what you need to change in your work environment.
This tip is adapted from “Burnout Is About Your Workplace, Not Your People,” by Jennifer Moss
Tue 07 Jan 2020
Create a “Knowledge Cascade” to Capture Institutional Memory !
" Every business has subject-matter experts who are the keepers of critical information or who serve as the firm’s institutional memory. How do you ensure that they pass their knowledge on to the next generation, especially if you don’t want to burden the person with training lots of people?
(1) Try using what experts call a ' knowledge cascade' , where the specialist shares the information with a small group of people, who are then responsible for teaching the next level down. In its simplest form, this might be a “pay it forward” model, where the expert trains someone, who then directly teaches or mentors others.
(2) Or you might try convening a “campfire” meeting where the expert presents lessons to a group of less experienced individuals, and they then discuss and expand on those lessons to generate new knowledge.
(3) Or you could think creatively about preserving the expert’s knowledge, for example, interviewing them for a podcast that future employees can listen to.
By FORMALIZING a process, you’re ensuring that you’re not only preserving essential information, you’re multiplying its impact for the future.
This tip is adapted from “How Your Organization’s Experts Can Share Their Knowledge,” by Dorothy Leonard and James Martin
Create a “Knowledge Cascade” to Capture Institutional Memory !
" Every business has subject-matter experts who are the keepers of critical information or who serve as the firm’s institutional memory. How do you ensure that they pass their knowledge on to the next generation, especially if you don’t want to burden the person with training lots of people?
(1) Try using what experts call a ' knowledge cascade' , where the specialist shares the information with a small group of people, who are then responsible for teaching the next level down. In its simplest form, this might be a “pay it forward” model, where the expert trains someone, who then directly teaches or mentors others.
(2) Or you might try convening a “campfire” meeting where the expert presents lessons to a group of less experienced individuals, and they then discuss and expand on those lessons to generate new knowledge.
(3) Or you could think creatively about preserving the expert’s knowledge, for example, interviewing them for a podcast that future employees can listen to.
By FORMALIZING a process, you’re ensuring that you’re not only preserving essential information, you’re multiplying its impact for the future.
This tip is adapted from “How Your Organization’s Experts Can Share Their Knowledge,” by Dorothy Leonard and James Martin
Tuesday, April 14, 2020
What is the differene between Recognition & Appreciation ?
Leadership Tip
What is the differene between Recognition & Appreciation ?
We often use the words “recognition” and “appreciation” interchangeably, but there’s a big difference between them.
Recognition = giving positive feedback based on WORK or RESULTS or performance ( not about the person ) !
Appreication = To acknowledging a PERSON’s inherent VALUE !
If you focus solely on recognition, or praising positive outcomes, you miss out on opportunities to CONNECT with and support your team members. To appreciate your team mate
(a) Tell them what you VALUE about them. Doing this proactively is an incredibly powerful gift !
It can positively affect how your colleagues FELL about THEMSELVES , your relationship with them, and the culture of the team.
What is the differene between Recognition & Appreciation ?
We often use the words “recognition” and “appreciation” interchangeably, but there’s a big difference between them.
Recognition = giving positive feedback based on WORK or RESULTS or performance ( not about the person ) !
Appreication = To acknowledging a PERSON’s inherent VALUE !
If you focus solely on recognition, or praising positive outcomes, you miss out on opportunities to CONNECT with and support your team members. To appreciate your team mate
(a) Tell them what you VALUE about them. Doing this proactively is an incredibly powerful gift !
It can positively affect how your colleagues FELL about THEMSELVES , your relationship with them, and the culture of the team.
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